Why Workers are leaving

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Why workers are leaving… and what you can do about it LANCE J. RICHARDS

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Transcript of Why Workers are leaving

Page 1: Why Workers are leaving

Why workers are leaving… and what you can do about itLance J. RIcHaRDS

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Every time someone says “candidate experience”, I grow another grey hair.

Here’s why.

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When a candidate applies for a job, they expect certain things from the role and the employer. However, those expectations aren’t always met once they sign on as an employee, with regard to anything from responsibilities and remuneration to career advancement and workplace culture.

That disconnect – that failure to provide continuity in experience – has a direct impact on

employee satisfaction, engagement and retention.

It can also be a problem if a role exceeds a candidate’s expectations. We know that employee

happiness and satisfaction pave the way for engagement, which in turn drives innovation and

productivity. But we also know that satisfaction doesn’t necessarily guarantee engagement. In fact,

a very highly satisfied employee who is not engaged can be a liability.

To ensure people aren’t disappointed or spoilt in their new roles, employers need to work to align

candidate expectations with the reality of the role.

It’s just as important for employers to gauge whether existing employees are fulfilled in their work,

and that their goals and aspirations for professional development and career progression are

being met.

Foreword /03

A very highly satisfied employee who is not engaged can be a liability.

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The research in this paper suggests an employee’s workplace experience correlates with how

engaged and satisfied they are… and how likely they’ll be to leave. In this paper,

I endeavour to explain (with the help of a few statistics) what we see as the factors either

contributing to engagement and retention or driving employees away.

Please, have a read. And remember, “candidate experience” is vitally important. But so too is the experience that individuals have once they’re employed – whether it’s their second week in the role or second decade in the business.

Foreword /04

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52 percent of employees worldwide are

happy in their roles

But 47 percent changed jobs in

the last year

And 63 percent expect to switch jobs

in the next year

/05

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The 2013 Kelly Global Workforce Index compiles information and insights on workplace cultures around the world. Using data sourced from more than 120,000 respondents in 31 countries, its purpose is to present readers with a clear profile of key issues currently affecting global workplaces.

The third instalment focuses on employee engagement and retention. It investigates the

employee-employer relationship, gauging issues such as loyalty, happiness and commitment, and

it reveals a global restlessness among employees.

Although 52 percent of workers are happy in their roles, just under half have

changed jobs in the last year and most regularly consider quitting. Few are willing to recommend

their employer to friends and colleagues. Commitment and loyalty levels

are low worldwide.

More than half of those who are happy in their roles still regularly look for new jobs, and almost

two-thirds intend to switch employers in the next year. What are they seeking?

In the wake of the global financial crisis, employees appear to be looking for reputable employers

with sound financial track records and strong corporate cultures.

IntroductIon /06

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Employees also want career advancement; an engaging, supportive work environment; and

a better balance between their professional and personal interests. In fact, most value these

intangible factors more than competitive remuneration and attractive benefits.

Yet our research also shows employees don’t always find what they’re looking for by changing

jobs. Only a minority of individuals who have recently changed roles say they are happy in their

new situations.

This paper examines rates of job-change and employee sentiment, and outlines

practical ways for managers and business owners to keep employees focused,

engaged and committed.

By understanding what employees want, what they hope for in an ideal employer, and finding

ways to meet these expectations, we believe employers can help stem the loss of talent. On the

flipside, employees themselves may find more happiness by improving communications with their

current employers rather than continually trying new ones.

IntroductIon /07

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MAny EMPloyEEs ArE cHAngIng joBs

Around the world, there’s a high rate of employment volatility – employees are leaving

jobs en masse.

The 2013 Kelly Global Workforce Index shows 47 percent of employees around the world

changed jobs in the last year. Although there are variations, the rate of job-change is more or

less consistent across all regions.

Figure1: Employment volatility by region

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Have you cHangeD empLoyeRS wItHIn tHe paSt yeaR? (% “yeS” by RegIon)Employment Volatility by region Option B

AmericasYes

No, but I have considered changing employers

No, I am not interested in changing employers

EMEA

APAC

Global

45% 34% 21%

51% 34% 15%

42% 40% 18%

47% 36% 17%

Employment Volatility by region Option B

AmericasYes

No, but I have considered changing employers

No, I am not interested in changing employers

EMEA

APAC

Global

45% 34% 21%

51% 34% 15%

42% 40% 18%

47% 36% 17%

Employment volatility by regionFIguRe 1:

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EMEA sHoWs tHE HIgHEst rAtE oF joB cHAngE

Looking at the rate of change by country reveals intriguing nuances in each region (see Figure

2). Europe, the Middle East and Africa (EMEA) is the most volatile region for employment in the

world – just over half of employees in EMEA changed jobs in the last year.

This rate of flux is led by France, which has the second-highest incidence of job-change of all

countries surveyed in the index – 61 percent of the French workers we spoke to started new

jobs in 2012.

When it comes to employment volatility, the region is over-represented in the global top 10 –

over half of respondents in France, Denmark, the Netherlands, Switzerland and the UK started

work with a new employer in the last year.

The region also has outliers. Employment numbers in South Africa – a country struck hard by

the global downturn – have steadily improved since 2011.1 The 2013 Kelly Global Workforce

Index shows its employment is quite stable, with only 21 percent of employees changing roles

in the last year.

Figure 2: Employment volatility by country

1 Ekkehard Ernst, Steven Kapsos et al., Global Employment Trends 2013, International Labour Organization, p.48, www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/publication/wcms_202326.pdf.

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Employment volatility by countryFIguRe 2:

Have you cHangeD empLoyeRS wItHIn tHe paSt yeaR? (% “yeS” by countRy)

62 61 58 56 55 55 55 53 53 50 50 49 49 46 46 45 44 43 43 42 42 41 39 36 35 34 34 33 213031

Employment Volatility by country

EMEA

APAC

Americas

0

10

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30

40

50

60

70

Sout

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fric

a

Pue

rto

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Chi

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tHE AMErIcAs sHoW consIdErABlE stABIlIty

In the Americas, 45 percent of employees changed employers in the last year, while just over

one third considered changing. Around one fifth of employees indicated they had no interest in

changing – a much higher incidence than other regions.

Certain countries in the region have experienced more volatility than others. Brazil is among

the five most volatile– 55 percent of respondents changed employers in the last year, possibly

related to historically low rates of unemployment providing a wealth of job opportunities.2

The research shows employment in the US is relatively stable, by world standards, with 42

percent reporting a change of employer in the previous year.

2 Trading Economics, ‘Brazil Unemployment Rate’, www.tradingeconomics.com/brazil/unemployment-rate, accessed September

2013.

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joB-cHAngE In APAc sPlIt BEtWEEn AnZ And tHE rEst

APAC has the lowest rate of employment volatility in the world – only 42 percent of the

region’s employees changed roles in the last year, although they were also the most likely to be

considering a change.

Despite this, the region contains the country with the world’s highest rate of employment

volatility – Australia demonstrated a 62 percent incidence of job change. New Zealand,

Australia’s neighbour, is not far behind, with a change rate of 55 percent.

Australia and New Zealand (ANZ) stand in stark contrast to the rest of the APAC region. With

the exception of Hong Kong, which recorded a job-change rate of 45 percent, most of the

region’s countries are relatively stable.

Considered globally or regionally, the 2013 Kelly Global Workforce Index shows a high level of

volatility in the global employment market. So, why are employees leaving?

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EMPloyEEs ArE HAPPy, yEt rEstlEss

Employees are relatively happy, but are still looking for better opportunities. If employers want

their people to stay, they’ll need to make sure workers can find what they’re looking for without

leaving the office.

Despite high levels of employment volatility, some 52 percent of global respondents say they’re

either happy or very happy in their roles, down from 53 percent in the previous year.

EMEA employees are the least happy and this appears to have affected the region’s volatility. In

total, only 46 percent of EMEA respondents to the 2013 Kelly Global Workforce Index said they

were either happy or very happy with their current job, down from 49 percent last year.

By comparison, employees in the Americas are relatively content in their roles, sitting just above

the global average. Interestingly, employees in APAC are significantly happier than those in

other regions. APAC is also the only region to demonstrate a higher level of happiness than

last year.

Figure 3: Employee happiness

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Employee happinessFIguRe 3:

aRe you Happy In youR Job? (% “Happy” anD “veRy Happy” by RegIon)

Employee Happiness by region

30%

40%

50%

60%

70%

201thirteen

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GlobalAPACEMEAAmericas

2012

2013

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Most EMPloyEEs WHo cHAngEd joBs ArEn’t HAPPy

Our research shows that changing jobs doesn’t necessarily improve total happiness. Only 48

percent of workers who changed employers in the last year are happy in their new role. This

figure is lifted by a high rate of new-job satisfaction in APAC.

The high level of satisfaction among job changers in APAC is likely driven by the prosperous

economies of Australia and New Zealand. Perceiving the greater economic stability in these

countries, employees are leaving jobs they may have been unhappy with during the global

downturn to find a wealth of more attractive and lucrative roles available to them.

Of those that changed roles in the past year, Generation Y workers are the happiest with

the switch. Generation X and Baby Boomer employees are less happy with their

employment changes.

This probably reflects generational differences in eagerness for career advancement – younger

employees are more motivated by advancement than their older, more experienced colleagues.

Those that have changed are more likely to perceive the shift as a progression, even if they’ve

yet to settle into their new roles.

Figure 4: Employee happiness with job switch, by regionFigure 5: Employee happiness with job switch, by generation

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Employee happiness with job switch, by regionFIguRe 4:

IF you Have cHangeD empLoyeRS In tHe paSt yeaR, aRe you Happy

In youR new RoLe/Job? (% “veRy Happy” oR “Happy” by RegIon)Happiness with job Switch by region

AMERICAS EMEA

41% 43%

APAC GLOBAL

64% 48%

Employee happiness with job switch, by generationFIguRe 5:

IF you Have cHangeD empLoyeRS In tHe paSt yeaR, aRe you Happy In

youR new RoLe/Job? (% “veRy Happy” oR “Happy” by geneRatIon)Happiness with job switch - generation

GEN Y GEN X

54% 47%

BABY BOOMERS

40%

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Most EMPloyEEs ArE dIssAtIsFIEd WItH tHEIr EMPloyEr

The willingness of employees to recommend an employer as a place to work is a reasonable

indication of their satisfaction in the workplace. By this measure, the 2013 Kelly Global

Workforce Index shows employees are acutely dissatisfied with their employer, with an average

of only 29 percent globally willing to recommend their employer to others.

Figure 6: Willingness to recommend employer

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Willingness to recommend employerFIguRe 6:

How LIkeLy wouLD you be to RecommenD youR empLoyeR to a FRIenD oR coLLeague aS an empLoyment oppoRtunIty?

(ReSponDentS RatIng 9 oR 10 on a ScaLe oF 1–10 wHeRe 1 = “DeFInIteLy wouLD not” anD 10 = “DeFInIteLy wouLD”)Willingness to recommend employer

AMERICAS EMEA

42% 24%

APAC GLOBAL

28% 29%

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WHAt do EMPloyEEs vAlUE In An EMPloyEr?

How can around half of employees be personally happy in their jobs, yet so unlikely to

recommend their employer to friends or colleagues? It helps to consider the factors that lead an

employee to make a referral to their professional contacts.

Just over one quarter say a company’s culture or reputation is the main reason for referral. This

is followed by opportunities for advancement, interesting work and personal fulfilment. Each of

these factors is rated as more important than compensation.

This question reveals an organisation’s culture and career advancement opportunities are two

main factors contributing to employee satisfaction. Employees need to feel as though their

place of work suits their personal needs, as indicated by the emphasis placed on fulfilment,

flexible work and overall culture. Likewise, they want to be challenged or engaged by their

work, and see how the role will advance their career.

Businesses concerned about employee satisfaction levels should ask employees for their input

on how to improve office culture. Similarly, they should ensure that the KPIs they create for each

role present a clear path for career advancement.

Figure 7: Factors influencing employer referral

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wHIcH oF tHe FoLLowIng FactoRS aRe moSt InFLuentIaL In teRmS oF tHe LIkeLIHooD tHat you wouLD RecommenD youR

empLoyeR? (gLobaLLy, ReSponDentS wHo RateD 9 oR 10 on a ScaLe oF 1–10, wHeRe 10 = “moSt LIkeLy to RecommenD”)

Company culture/reputation

Opportunity forpersonalgrowth/

advancement

Interesting orchallenging work

Personalfulfillment(work-lifebalance)

Competitivecompensation

benefits

Flexible workschedule

Other Opportunity fortelecommuting(working from

home orremotely)

Factors influencing an Employer referral

26%

21%

17%14%

10%

9%

2%

1%

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Factors influencing employer referralFIguRe 7:

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coMMItMEnt And loyAlty ArE loW

Commitment and loyalty levels are low globally – but taking individual employees’ ambitions

into account can help change that.

The employment instability of the global economic crisis heavily undermined employee

loyalty, but the 2013 Kelly Global Workforce Index shows that many businesses are still winning

people back. More than one quarter of employees felt more loyal towards their employers

than last year.

Loyalty trends correlate roughly with those of employee satisfaction – loyalty is highest in APAC

and lowest in EMEA, with the Americas sitting somewhere in between.

However, employees also show low levels of commitment to their current roles. In the Americas,

four in 10 employees report being totally committed to their current role. Even though these

workers are a minority, this is a positive result by global standards. Workers in this region

are among the most engaged in the world, especially when compared with levels of total

commitment in APAC or EMEA.

Figure 8: Employee loyaltyFigure 9: Employee commitment to job

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Employee loyaltyFIguRe 8:

compaReD wItH a yeaR ago, Do you FeeL moRe oR LeSS LoyaL to youR empLoyeR? (“moRe LoyaL” by RegIon)

Employee Loyalty by region

10%

20%

30%

40%

50%

201thirteen

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GlobalAPACEMEAAmericas

2012

2013

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Employee commitment to jobFIguRe 9:

How commItteD oR engageD Do you FeeL wItH youR cuRRent empLoyeR? (% “totaLLy commItteD” by RegIon)

Employee Committment to job by region

10%

20%

30%

40%

50%

201thirteen

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GlobalAPACEMEAAmericas

2012

2013

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rEAsons For joB cHoIcE cAn HElP ExPlAIn loW coMMItMEnt And loyAlty

To understand these globally low levels of employee commitment and loyalty, employers need to

appreciate what drives people to choose a job in the first place. Factors that influence job choice

vary depending on the employee’s age, yet the 2013 Kelly Global Workforce Index reveals some

factors that matter to all employees regardless of what stage they are at in life.

Most employees value the personal fulfilment offered by a role above opportunities for advancement

or remuneration. This is particularly true among Baby Boomer employees. These workers also value

compensation and benefits more than other generations, and prioritize them over personal growth

and advancement. This makes sense given the Baby Boomers’ experience and typically higher levels

of financial responsibility.

Personal fulfilment is a major priority for Generation X workers. Following this, Generation X places

almost equal weight on advancement and compensation. Generation Y workers value advancement

above compensation, but only slightly, which implies these employees are more likely to sacrifice

personal fulfilment for an opportunity to advance another rung on the career ladder.

Figure 10: Key factors influencing job choice

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Key factors influencing job choiceFIguRe 10:

wHIcH oF tHe FoLLowIng FactoRS wouLD DRIve youR DecISIon to accept one Job/poSItIon oveR anotHeR? (by geneRatIon)

Key Factors influencing job choice

0%

10%

20%

30%

40%

50%

Baby Boomers

Gen X

Gen Y

All generations

OtherCorporate sovereignty/goodwill

Compensation/benefits

Personal growth/advancement

Personal fulfillment(work-life balance)

Baby Boomers

Gen X

Gen Y

All generations

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EMPloyEEs nEEd FUlFIlMEnt And ProgrEssIon

Employers hoping to lift levels of employee commitment and loyalty should carefully consider

their employees’ career priorities. If an employee is older, take measures to ensure they’re

happy with their working arrangements and give them plenty of autonomy so they can control

their work–life balance. If the employee is a recent graduate, endeavor to build opportunities

for personal development and clear career advancement paths.

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intention to shift

Job scanning and

Workers are leaving for new roles in search of an inviting workplace culture and job stability. Furthermore, they value these things above all other factors.

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Most EMPloyEEs ArE scAnnIng For nEW joBs

Globally, 34 percent of workers actively evaluate the job market on a daily basis, even if they’re

happy in their current roles. Twenty-nine percent do so once or twice a week. The graph below

shows there is a high incidence of daily job searching in the EMEA region – this would seem a

logical step for these employees, given their high levels of discontent and dissatisfaction.

There is a much lower level of daily searching in APAC – this is likely a result of the relative

prosperity and dynamism among these economies, resulting in more engaged, or at least

less frustrated, employees. It may also indicate that these employers are happier in their

current roles.

Figure 11: Frequency of job scanning

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Frequency of job scanningFIguRe 11:

How FRequentLy Do you Look FoR a betteR oppoRtunIty oR evaLuate tHe exteRnaL Job maRket?

(among tHoSe wHo actIveLy Do So even wHen Happy In tHeIR Job, by RegIon)

Frequency of Job scanning

0%

10%

20%

30%

40%

50%

Global

APAC

EMEA

Americas

Less than once a monthOnce or twice a monthOnce or twice a weekDaily

APAC

EMEA

Americas

All countries

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MAny EMPloyEEs IntEnd to cHAngE joBs

The 2013 Kelly Global Workforce Index shows that well over half of respondents globally intend

to change jobs in the next year.

In the EMEA region, respondents’ intentions to shift roles are unchanged since last year, and

are almost the same in APAC. The Americas drive the global average lower – 10 percent fewer

respondents in this region intend to change roles than last year. Coupled with the region’s

better-than-average incidences of employee loyalty and commitment, this should be seen as a

promising result for the region’s employers.

The number of employees thinking about quitting their current role is also high – although,

again, the Americas demonstrate a more optimistic employee sentiment than other regions.

Figure 12: Intention to switch jobsFigure 13: Employees contemplating quitting

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Intention to switch jobsFIguRe 12:

Do you IntenD to Look FoR a Job wItH anotHeR oRganIzatIon wItHIn tHe next yeaR? (“yeS” by RegIon)

Intention to switch job (by region

40%

50%

60%

70%

80%

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GlobalAPACEMEAAmericas

2012

2013

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Employees contemplating quittingFIguRe 13:

Do you FRequentLy tHInk about quIttIng youR cuRRent Job anD LeavIng youR empLoyeR? (“yeS” by RegIon)

Employees Contemplating Quitting

20%

30%

40%

50%

60%

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GlobalAPACEMEAAmericas

2012

2013

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WHAt sort oF joBs ArE EMPloyEEs looKIng For?

A simple way to stem the tide of employees leaving their current workplaces is to consider what

they’re looking for in new roles.

Our research shows that location is the most important factor for employees globally. This

indicates an unwillingness to suffer long commute times, and implies that most workers place a

high value on work–life balance.

The next most critical factor is a business’s corporate brand or reputation as an employer. Each

of the other factors outlined in the graph resonate with it in various ways. Corporate culture and

flexible work arrangements align with employee priorities of personal fulfilment and financial

performance; longevity and turnover statistics illustrate the importance of employment stability.

All of these factors contribute to a business’s reputation as an employer.

When considering a potential employer’s reputation, most workers see employment stability

as the most important factor, followed by strong leadership, innovation and, again, a good

corporate culture.

Figure 14: critical factors in job evaluationFigure 15: determinants of employer’s reputation

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critical factors in job evaluationFIguRe 14:

wHat FactoRS aRe moSt ImpoRtant to you wHen evaLuatIng a potentIaL empLoyeR oR Job oppoRtunIty? (gLobaL)

Flexible workarrangements

offered

Longevity Turnoverstatistics

OtherFinancial Performance

Corporateculture

Corporate brand/reputation

Location

Critical factors in job evaluation

54%

53%

51%

48%

41%

35%

21% 3%

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determinants of employer’s reputationFIguRe 15:

wHen conSIDeRIng tHe ReputatIon oF a potentIaL empLoyeR, wHat FactoRS aRe moSt ImpoRtant? (gLobaL)

Employment stability Strong leadership Innovation Fun corporate culture

Corporate socialresponsibility/philanthropy

Other

Determinants of Employer reputation

2%

31%

41%

43%

50%

75%

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cUltUrE And stABIlIty ArE KEy

Our research suggests employees regularly seek new jobs for a more inviting and supportive

corporate culture and greater employment stability.

To keep employees focused on their current roles, employers should provide clear information

about the business’s financial performance and likely trajectory in the short term. This may help

allay employee concerns about instability and give them a better perspective on the role they’re

playing in the success of the business.

These findings reinforce the importance of workplace culture to workers – if an employee feels

an employer takes an interest in their wellbeing and development, they’re more likely to stay.

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managers and teams

better communication between

An employee’s direct manager is the conduit between their work and the rest of the business. to keep them on board, managers need to nurture workers’ aspirations as well as cracking the whip.

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MAnAgErs PlAy A MAjor PArt In EMPloyEE HAPPInEss

The 2013 Kelly Global Workforce Index reinforces the idea that the nature of an employee’s

relationship with their direct manager has a significant effect on their overall engagement and

satisfaction levels.

Globally, 63 percent of respondents said their immediate superior plays a major role in their

job satisfaction and engagement. This reveals that employees see the role of the manager

as more than just a carrot/stick proposition. In addition to monitoring KPIs and providing

incentives, managers should be responsible for ensuring employees are challenged and

content in their work.

Figure 16: Impact of direct manager on employee satisfaction

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Impact of direct manager on employee satisfactionFIguRe 16:

to wHat DegRee DoeS youR DIRect manageR/SupeRvISoR Impact youR LeveL oF SatISFactIon oR engagement wItH youR

empLoyment? (ReSponDentS wHo RateD 4 oR 5 on a ScaLe oF 1–5, wHeRe 5 = “SIgnIFIcant Impact” anD 1 = “no Impact at aLL”)Impact of Direct Manager on Employee Satisfaction

AMERICAS EMEA

63% 60%

APAC GLOBAL

68% 63%

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rEcoMMEndAtIons For MAnAgErs

Managers have a strong bearing on employee job satisfaction, workplace culture and

employment stability. As such, it’s important for employers to understand what workers expect

of managers to keep people happy and engaged in their roles.

More than half of respondents said training opportunities would help improve their satisfaction

and level of engagement. Offering internal training is a logical step for employers: it boosts a

worker’s sense of professional worth and career momentum, while increasing their value as an

asset to the business.

Respondents also emphasized the importance of communication between managers and

staff as central to engagement. Other major factors relate to the number-one priority among

employers evaluating jobs: personal fulfilment. A reasonable workload, positive feedback and

ownership over their roles are all weighted similarly by respondents. This suggests a reasonable

work–life balance and positive reinforcement are crucial factors in keeping employees on board.

Figure 17: What managers need to do

why workers are leavIng…and what you can do about It

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why workers are leavIng…and what you can do about It /42

What managers need to doFIguRe 17:

wHat couLD youR DIRect manageR Do to ImpRove youR SatISFactIon oR LeveL oF engagement,

aSIDe FRom SaLaRy/beneFItS oR pRomotIon? (gLobaL, muLtIpLe ReSponSeS)

Clarify responsibilities, goals and objectives

Training opportunities Moretransparency with

communication

Morereasonable

and manageableworkload

Publicrecognition

Moreautonomy

Other

What managers need to do

53%

46%37%

25%

23% 23%

8%

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The 2013 Kelly Global Workforce Index shows that employees are restless, despite being

relatively happy in their roles. Low levels of engagement, loyalty and satisfaction make employees

more likely to seek new opportunities in search of personal advancement and fulfilment.

Based on this paper’s observations, we recommend six key areas of focus for employers hoping

to improve employee engagement and retention.

1. provide clear lines of communication: Clarify responsibilities, goals and objectives with

employees, and encourage managers to communicate plainly and openly with their direct

reports. Employees find it much easier to take ownership of their roles with clear guidance

regarding their responsibilities and KPIs.

2. publicize strong performance: If the business is performing well, let employees know.

This not only demonstrates that their hard work is paying off, but also tacitly reinforces their

employment security, which is essential for engagement.

3. measure fulfilment and engagement: Encourage managers to gauge levels of

fulfilment and engagement among employees. By making an effort to meet these

expectations, you’ll show employees that you value them beyond the traditional transactional

worker-employer relationship.

lEssons For EMPloyErs

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lEssons For EMPloyErs contInUEd /44

4. offer opportunities for advancement: It’s important to nurture employees’ desires for

advancement by offering training and skill development where possible. Likewise, it’s useful for

managers to clearly outline how employees can progress within the business, to stem perceptions

of career stagnation.

5. account for generational priorities: Each employee will have different motivations

depending on their experience and level of career advancement. If you’re concerned an

employee may be tempted to leave, consider what their current priorities are in light of their

experience and role. For example, older staff are generally more likely to value flexible working

arrangements than training incentives.

6. ask for feedback on workplace culture: A positive workplace culture is key to keeping

employees happy and engaged in their work. While remuneration is an important motivator,

it’s essential for employers to foster a sense of personal fulfilment in their workers, and culture

contributes to this. Canvas employees for advice on how you can improve office culture. Whether

it’s a system for publicly recognizing hard work or something as simple as providing tea and

biscuits, a small tweak to company culture could go a long way.

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For more thought leadership go to talentproject.com

this information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. all trademarks are property of their respective owners. an equal opportunity employer. © 2013 kelly services, Inc.

about keLLy SeRvIceS®

kelly services, Inc. (nasdaQ: kelya, kelyb) is a leader in providing workforce solutions. kelly® offers a

comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary,

temporary-to-hire, and direct-hire basis. serving clients around the globe, kelly provides employment to more

than 560,000 employees annually. revenue in 2012 was $5.5 billion. visit kellyservices.com and connect with us

on Facebook, linkedIn, and twitter. download the talent Project, a free iPad app by kelly services.

exIt

about tHe autHoR

lance J. rIchards, gPhr, sPhr, hrMP is vice President, Innovation for kelly services.

Previously, he headed kellyocg’s human resources consulting practice, where he had

overall accountability for the practice on a global basis. lance is a frequent writer and

speaker, providing thought leadership on workforce strategy and evolution. lance has

over 20 years of experience in executive roles in cross-border hr. twitter: @lancejrichards

linkedin: linkedin.com/in/lancejrichards email: [email protected]